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ernment agencies and banks are
examples of organisations.
Common Sense:
Common sense is our natural ability to make the right decision or take
the proper action (Bateman & Snell, 1999).
This is an approach about what comes natural to an individual when
confronted with a decision on the correct action in a given situation.
Manager are presented with with choices in the execution of their duties
requiring them to make correct and sound decisions in furtherance of
organisational goals and objectives. What could be natural ability in an
individual or group or structure from one of Zambia, let alone the globe,
may not be so natural to another from a different part. Common sense
being dependant on one’s natural ability to decide correctly could
unjustifiably be influenced by perception and subjectivity thereby
offering no guarantee whatsoever that an individual’s would make the same
correct decision when next faced with the same scenario.
Common sense does not require careful systematic study but is in itself a
good trait that can be aided by an area of study. It is often said that
we learn by mistakes. The saying would be common place to any entity
conducting their affairs based a common sense approach to management.
The free online encyclopedia, Wikipedia, describes common sense based on
a strict construction of the term as consisting of what people in common
would agree on: that which they "sense" (in common) as their common
natural understanding. Merriam-Webster Online uses common sense phrase to
refer to beliefs or propositions that most people would consider prudent
and of sound judgment, without reliance on esoteric knowledge or study or
research, but based upon what they see as knowledge held by people "in
common". Thus "common sense" thereby equates to the knowledge and
experience which most people allegedly have, or which the person using
the term believes that they do or should have. Whatever definition one
uses, identifying particular items of knowledge as "common sense" becomes
difficult. Philosophers may choose to avoid using the phrase when using
precise language. But common sense remains a perennial topic in
epistemology and many philosophers make wide use of the concept or at
least refer to it. Some related concepts include intuitions, pretheoretic belief, ordinary language, the frame problem, foundational
beliefs, good sense, endoxa, and axioms.
Common-sense ideas tend to relate to events within human experience (such
as good will), and thus appear commensurate with human scale. Humans lack
any commonsense intuition of, for example, the behaviour of the universe
at subatomic distances; or speeds approaching that of light (Wikipedia,
the free encyclopedia).
Organisation Behaviour
Managers
Managers are individuals who are entrusted with the responsibility of
ensuring that goals and objectives of the organisation are achieved.
Managers work in organisations where they get things done through other
people by directing their activities, making decisions and allocating
resources.
Henry Fayol, a French industrialist, wrote in the early part of the
twentieth century that all managers performed five management functions:
planning, organising, commanding, coordinating and controlling (Robbins &
Judge, 2002). Managers are responsible for the management aspect of the
organisation and their functions in our age are are planning, organising,
leading and controlling. The planning functions
determines the organisation’s goals, establishes an overall strategy for
achieving goals, and involves developing a comprehensive set of plans to
integrate and coordinate activities. The organising function determines
what tasks are to be done, who is to do them, how tasks are grouped, who
reports to whom, and where decisions are to be made. Leading concerns the
process of motivating employees, directing their activities and selecting
the most effective channels of communication and engaging in conflict
resolution. Controlling involves monitoring and the application of
corrective actions to ensure that set goals are achieved.
Management performs ten different highly interrelated roles or sets of
behaviour attributed to their jobs and these can be grouped into
interpersonal, informational and decisional roles as established by Henry
Mintberg, in the late 1960s through careful study,
Interpersonal roles deals with the maintenance of relationships with
others within and outside the organisation where the manager is a
figurehead, leader and liaison with outside contacts.
Informational role deals with the gathering and provision of information
internally and externally where they act as information monitors and
disseminators and speokesperson. Decisional role deals with
organisational and operational problems and difficulties where managers
perform the roles of enterpreneur, dispute handler, negotiator and
resource allocator.
Interpersonal Roles
The interpersonal roles are primarily social in nature. They are the
roles in which the manager’s task is to relate to people in certain ways.
The manager may sometimes serve as a figurehead for the organisation,
taking visitors to the dinner. In the leader the manager works to hire,
train and motivate employees. Finally, the liaison role consists of
relating to people outside the group or organisation. For example, a
manger may be responsible for handling all negotiations with customers.
Each of these roles involves behavioural processes.
Informational roles
The three informational roles involve some aspect of information
processing. The monitor actively seeks information that might be of value
to the organisation in general or specific to the manager. The manager
who transmits this information to others is carrying out the role of
disseminator. The spokesperson speaks for the organisation to outsiders.
Again, behavioural processes are part of each of these roles, because
information is almost always exchanged between people.
Decision-Making Roles
There are four decision making roles. The entrepreneur voluntarily
initiates change, such as innovation or new strategies, in the
organisation. The disturbance handler helps settle disputes between
various parties, such as other managers and their subordinates. The
resource allocator decides who will get what – how resources in the
organisation will be distributed among various individuals and groups.
The negotiator represents the organisation in reaching agreements with
other organisations, such as contracts between management and labour
unions. Again, behavioural processes are crucial in each of these
decisional roles.
In order to achieve the organisation’s objectives, managers need to be
skilled. Robert Katz identifies three essential management skills:
technical, human and conceptual.
Managers can be technically and interpersonally competent yet fail
because of an inability to rationally process and interpret information
(Robbin & Judge, 2002).
Common sense alone would not make a manager succeed at their job and
achieve the organisation’s objectives unless failure is enshrined as one
of that organisation’s objectives.
Organisation Behaviour
Having explained management and understood what managers do, attention is
now turned to Organisational Behaviour. It is the study of the behaviour
of individuals, groups and structure in organisations for purposes of
applying that knowledge to improve the organisation’s effectiveness.
Gibson et al define organisational behaviour as a field of study that
draws on theory, methods and principles from various disciplines to learn
about individual’s perceptions, values, learning capabilities and actions
while working in groups and within the organisation and to analyse the
external environment’s effect on the organisation and its human
resources, missions, objectives and strategies (Gibson at el, 2009).
The Case for Organisational Behaviour
Organizational behaviour is a social science discipline—much like
cultural anthropology, economics, political science, psychology, and
sociology (Milner, 2002). This means that it uses the scientific method
to establish truth and to validate its theories. Milner contends that it
is a discipline that historically has had its intellectual home in
business schools. With its origins in the middle of the twentieth
century, it is a new discipline relative to the other social sciences.
Milner stresses that it is a science with a short history which that has
been quite turbulent. While recognising that the exact boundaries of the
discipline are somewhat fuzzy, the focus is clearly on the world of
organizations with the first concern being that of the behaviour and
nature of the people within organizations and, second, with the behaviour
and nature of organizations within their environments.
By the time the discipline approached 25 years of age, organizational
behaviour clearly had stretched beyond the first domain and incorporated
the second (Pfeffer, 1982). This is historically consistent in that both
the study of the behaviour and nature of people and the study of the
behaviour and nature of organizations emerged in business schools in the
same times, even though the term organizational behaviour was applied to
the latter only somewhat later. In line with its professional school
origins, organizational behaviour is an applied discipline, concerned
with matters of practice and application. Despite this orientation,
however, it has relatively few members who actually devote their primary
professional efforts to the practice of organizational behaviour in
business and other organizational settings; rather, most are concentrated
in academia teaching, writing, and conducting research.
Milner also observes that although several other terms have become
intertwined with organizational behaviour over the years, none of them
has achieved quite the same level of acceptance. One is organization (al)
theory, which has come to refer almost exclusively to the study of the
behaviour and nature of organizations in their environments. A second is
organization (al) science, which appears to cover essentially the same
ground as organizational behaviour (Miner, 1984, 1990). However, right
now organizational behaviour has won the day. Finally, there is the term
organization (al) studies, which also has a broad connotation and
extends, at least in the recent period, beyond the science of
organizations to incorporate several different philosophical positions
(Clegg, et al 1996).
Having explained what organizational behaviour is, something should be
said about what it is not writes Milner. It is not strategic management,
a field that has recently emerged and achieved some stature (Schendel &
Hofer, 1979) which has differentiated itself at the border that
previously existed between organizational behaviour and economics,
borrowing from and overlapping with each. Also, organizational behaviour
is not economics, although in recent years there has been some
confounding of the two fields and some even foresee a possible future
takeover of organizational behaviour by economics (Pfeffer, 1995).
However, economics was well established in Tocreateafoundation business
schools long before organizational behaviour arrived, and organizational
behaviour was spawned—inscien large part at the behest of economists—as a
separate and distinct discipline. Historically the two are clearly
different entities with very different origins.
Finally, organizational behaviour is not philosophy. That, however, is a
rather complex story. As a science our field is closely tied to, though
separate from, the philosophy of science. In this respect it is like all
other sciences, and the relationship can be expected to continue as long
as organizational behaviour defines itself as a social science. But, from
the very beginning, philosophy has been threaded into organizational
behaviour in other respects as well—and not always to the benefit of
either field. Sometimes, in certain respects organizational behaviour and
philosophy have become almost indistinguishable from one another.
Understanding what is involved here requires a background in the nature
of science, scientific theory, scientific research, and the history of
science—in short, in the scientific foundations of the field. It also
requires a background in the ways in which philosophy has become threaded
into organizational behaviour at various points in time.
The study of organisation behaviour has produced many theories, directly
or as derived from other disciplines, that are applied to organisations
to make them more effective and efficient in attaining goals and
objectives in their operating environment.
Opposing View
OB is not a discipline (Gibson et al, 2009) but a still-emerging field
that attempts to help managers understand people better so that
productivity improvements, customer satisfaction and a better competitive
position can be achieved through better management practiced. Behavioural
science, says Gibson et al, have provided the framework and principles
for the field with each giving a slight different focus, analytical
framework and theme for helping managers answer questions about
themselves, non-managers and environmental forces.
Gibson et al contend that the study of OB is not a discipline or a
generally accepted science with an established theoretical foundation. It
is multidisciplinary; using principles, models theories and methods from
other disciplines.
Patrick Sills takes a helicopter view by looking at behavioural science,
to which OB belongs,
OB (Gibson et al, 2009) has evolved into an applied set of behavioural
science concepts, models and techniques. The predominant contributor to
OB being psychology, social psychology, sociology, political science and
anthropology have contributed to our understanding and use of OB in
organisation. Gibson et al contends that it is only an area of study that
borrows heavily from recognised disciplines. The dependence of OB
especially in its early years, has been cited by a number of experts and
authors as the most dominant critic.
Discipline
An academic discipline, or field of study, is a branch of knowledge which
is taught and researched at the college or university level. Disciplines
are defined and recognized by the academic journals in which research is
published, and the learned societies and academic departments or
faculties to which their practitioners belong.
Fields of study usually have several sub-disciplines or branches, and the
distinguishing lines between these are often both arbitrary and ambiguous
(Wikipedia, the free encyclopedia). Examples of disciplines are
engineering, economic, psychology, biology, chemistry, physics,
mathematics, biochemistry, anthropology and many others that combine
various disciplines but independently recocognisable as areas of study.
Systematic study looks at relationships, attempting to attribute causes
and effects, and drawing conclusions based on scientific evidence.
Conclusions
Based on the foregoing, it has been shown that OB is a field of study
that relies on scientific methods to establish theories that are applied
in organisation for a more effective and efficient of attaining
organisational goals. All different forms of management from classical
approaches (Systematic, Scientific, Bureaucracy, Administrative, Human
Relations) to contemporary approaches (such as Quantitative Management,
Systems and Contingency theories) produced volumes of information that
through care study, analysis and application root OB in its place in the
world of organisations as well as in academia.
However, it also holds true that revelations of the study of OB may seem
developing them on your own or applying them correctly in practice, at
the right time, and under appropriate conditions is very difficult. It
may look like we are rewriting what common sense entails and should
indeed go with our gut feelings, what we know best and have learnt
through experience. Sadly, reality is far different from this in that
much as trial and error could be the corner stone of innovation, it would
never be considered a goal for any organisation looking to be efficient
and effective.
Knowledge compliments experience and study has shown that managers, who
are charged with various responsibilities within organisation, need to be
sufficiently skilled to predict, explain and control behaviours of
individual, groups and structure in the operating environment all for
purposes of achieving organisational goals effectively and efficiently.
OB is based on scientific study irrespective of sources. Business courses
in colleges and universities teach the subject and continue to conduct
research activities on the subject. It is not common sense and has been
practiced for years by good successful managers who by their nature
could have applied common sense
References
David Buchanan and Andrzej Huczynski (1997) Organisational Behaviour:
Integrated Readings Prentice Hall Europe
Thomas S. Bateman, Scott A. Snell (1999) Management: Building Competitive
Advantage Irwin McGraw-Hill.
James L. Gibson, John M Ivancevich, James H Donnelly Jr, Robert Konopaske
(2009) Organisations, Structure, Processes McGraw-Hill Education (Asia).
Robert Kreitner (2007) Management Tenth Edition
Houghton Mifflin
John B. Miner (2002) Organizational Behaviour: Foundations, Theories, and
Analyses. Oxford University Press.
Moorhead G, Griffin R. W. (2001) Organisation Behaviour: Managing people
and Organisations. Houghton Mifflin
Jeffrey Pfeffer (1982) Organisations and Organisational Theory Pitman
Publishing Inc.
Wikipedia, the free encyclopedia
HYPERLINK
"http://en.wikipedia.org/wiki/List_of_academic_"
http://en.wikipedia.org/wiki/List_of_academic_
Disciplines.
Bibliography
Hall R H (1983) Organisations McGraw Hill New York
Davis K, Newstrom John W (1985) Fundamentals of Organization Behaviour
McGraw Hill New York
Kolb D A, Osland J S Rubin I M, (1995) Organizational Behavior: An
Experiential Approach Prentice Hall, New Jersey.
Agger, Ben (1991). Critical Theory, Poststructuralism, Postmodernism:
Their Sociological Relevance. Annual Review of Sociology, 17, 105–131.
Kolb D A, Osland J S Rubin I M, (1995) Organizational Behavior: An
Experiential Approach Prentice Hall, New Jersey. Chapter 19
Cole G A, (2004) Organisational Behaviour, Thomson Learning. Chapter15
Bacharach, Samuel B. (1989). Organizational Theories: Some Criteria for
Evaluation. Academy of Management Review.
Bagozzi, Richard P.; Yi, Youjae; & Phillips, Lynn W. (1991). Assessing
Construct Validity in Organizational Research. Administrative Science
Quarterly, 36, 421–458.
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